Global Awards for Leadership and Excellence 2025

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Magazine

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GLOBAL AWARDS FOR

LEADERSHIP AND EXCELLENCE 2025

CELEBRATING PEOPLE AND PROCESSES

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EDITOR'S HRAI TEAM'S NOTE HRAI firmly believes in the power of teamwork and the value it brings. When diverse talents and perspectives come together, something extraordinary happens.

The collective synergy we create goes beyond what any individual can achieve alone and together we see the potential to make a lasting impact on the world.

Welcome to the 2025 edition of our Global Awards for Leadership & Excellence Magazine—a tribute to visionaries, changemakers, and organizations that are redefining what true leadership means in today’s world.

This special issue celebrates this year’s winners—trailblazers who have gone beyond targets and milestones to create lasting impact. Their stories are proof that leadership is not just about driving results, but about shaping cultures, inspiring people, and building legacies of purpose and progress.

In an era marked by disruption and transformation, these leaders remind us that excellence is rooted in courage, integrity, and foresight. From pioneering innovations to championing sustainability and empowering people, their journeys reflect the values that define global leadership at its best.

We extend our heartfelt appreciation to every awardee for sharing their stories with us. Their commitment demonstrates that leadership is more than an achievement—it is a responsibility that touches lives, influences industries, and inspires generations.

As you explore these pages, we hope you discover insights and inspiration that reaffirm the power of leadership to shape a brighter, bolder, and more inclusive future.

Thank you for being part of this celebration of excellence.

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ABHINAV BHARDWAJ HEAD -L&D, LALITPUR POWER GENERATION COMPANY LIMITED BAJAJ ENERGY

VIJAY KUMAR KANKARIYA FOUNDER AND CHAIRMAN SHUBHAM K MART PRIVATE LIMITED

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NINA NAIR CHIEF HUMAN RESOURCE OFFICER (CHRO) GLOBAL BPO BUSINESS [24]7.AI

AMRITA CHOWDHURY, VICE PRESIDENT & HEAD HR, KAYA LIMITED

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RAJAT SANAN HEAD- L&D, SG ANALYTICS

SHUBHAM KANKARIYA , DIRECTOR, SHUBHAM K MART PRIVATE LIMITED

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20

ADITYA CHOPRA, HEAD- NEW MARKETS, PEOPLE MATTERS

SABYASACHI DUTTA COUNTRY DIRECTOR – INDIA, CROWN AGENTS INSP PVT LTD

GLOBAL AWARDS FOR LEADERSHIP AND EXCELLENCE 2025 28

40

SOUMYAKANT SINGH, GLOBAL HEAD OF HR, PIXIS

SHARAD SINHA, DGM & Corporate Head HR, SHYAM METALICS AND ENERGY LIMITED

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08

PAWAN YADAV, HEAD HR AND PEOPLE DEVELOPMENT SUBROS LIMITED MANESAR

AWARD WINNERS

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52

SHAMANTH SN, DIRECTOR- NEW & EMERGING BUSINESS RAKUTEN INDIA ENTERPRISES PVT LTD.

KANWARPRIYA KHANNA, DIRECTOR – HR, AON

he HR Association of India (HRAI), founded in 2020 is an esteemed non-profit organization that has been playing a pivotal role in shaping the HR landscape in India.

Their primary focus is on exploring, discussing, and promoting the latest business scenarios, market trends, change management, and leadership in the HR industry.

HRAI is dedicated to creating a community of professionals, learners, and mentors who share their insights and learn from each other to elevate the standard of HR practices in the country.

HRAI's success is attributed to its commitment to excellence and tireless efforts

in

facilitating

interactions

between HR professionals and subject matter experts. Through its initiatives such as panel discussions, masterclasses, one-on-one talk shows, and Q&A sessions with

thought leaders, HRAI provides a platform for professionals to gain in-depth knowledge and practical solutions that can be applied in real-time.

In addition to their educational initiatives, HRAI also recognizes organizations' best practices and individual contributions through awards and conferences. These events celebrate the achievements of exceptional professionals and organizations that have made significant contributions to the HR industry in India. Over the years, HRAI has featured more than 1,000 experts and leading minds in the fields of HR, IT, Marketing, Finance, and more, making it a hub for learning and networking.

For HR professionals in India, HRAI offers unparalleled opportunities to connect with like-minded peers, learn from experts, and gain recognition for their hard work and achievements. By joining HRAI, HR professionals can stay updated on the latest trends, best practices, and strategies that can help them take their careers to the next level.

HIGHLIGHTS:

HRAI, founded by Dr. Ankita Singh, drives industry initiatives and organizes prestigious awards for organizations, emerging leaders, and trailblazing women leaders. Notable participants include Blue Star Limited, Reliance Retail, Landmark Group, Oracle, Birlasoft, Vedanta and more.

Our commitment to excellence is reinforced through partnerships with the Great Managers Institute and top 100 great managers, who have taken masterclasses and featured in Forbes Magazine.

Elite leaders like Dr. TV Rao, Harjeet Khanduja, and Prasenjit Bhattacharya have graced our one-on-one talk shows, enhancing our members' knowledge base.

Our article initiative showcases thought-provoking articles by eminent leaders from organizations like BCCL, Bajaj Energy, TimesPro, Jio, Welspun Group, Great place to work and Accolite Digital.

The 23 Of 2023 Initiative recognizes exceptional leaders and entrepreneurs based on a predetermined theme. Featured leaders include those from Adani, Reliance, IBM, Infosys, KPMG, as well as notable celebrities.

POINT

OF VIEW

WINNING ORGANIZATIONS

T

he Global Awards for Leadership and Excellence 2025 shine a spotlight on individuals and organizations that exemplify purposeful leadership. These awards recognize not just the ability to deliver results, but the courage to lead with integrity, vision, and empathy. They celebrate those who uplift others, foster inclusive growth, and create transformative impact that extends beyond business—shaping a better future for people, communities, and society.

INDIVIDUAL

A

WARD WINNERS

T

HE JURY

he heart of the Global Awards for Leadership and Excellence 2025 lies the wisdom and integrity of our esteemed jury. Comprising visionary leaders, industry pioneers, and subject-matter experts, the jury reflects the very principles of purpose, impact, and excellence these awards stand for.

With discerning perspectives and an unwavering commitment to fairness, they reviewed each nomination with rigor—ensuring that every recognition is not just earned, but truly meaningful. Their collective insights upheld the highest standards of leadership while amplifying the stories of individuals and organizations shaping progress with integrity and vision.

To our jury, we extend our heartfelt gratitude—for their time, expertise, and conviction in celebrating those who inspire a future built on purposeful action and transformative impact.

CHIEF HUMAN RESOURCE OFFICER (CHRO) GLOBAL BPO BUSINESS [24]7.AI

INTERVIEW Q: What core principles define the workplace culture at [24]7.ai, and how have they evolved over time?

At [24]7.ai, our culture is grounded in the belief that a strong, values-driven workplace can unlock extraordinary human potential.

We have institutionalized a Framework that promotes a “Culture-First” mindset, ensuring that our values are lived every day through consistent behaviors, rituals, and people practices.

Our workplace culture is shaped by eight core Culture Tenets: Fun, Inclusion, Learning, Appreciation & Recognition, Organizational Values, Care, Communication, and Community. These tenets are not just words but are embedded deeply into our daily operations, leadership actions, and people processes.

To strengthen and evolve our culture, we leverage tools such as: Culture Audits and Surveys for ongoing feedback, Culture Bytes – weekly stories spotlighting employees who embody our values, CultureSmart – initiatives to integrate diverse global cultures, Care Conversations with leaders, and a dedicated Culture Council and Champions Network that model behaviors and drive consistent implementation.

This ecosystem allows us to adapt, grow, and refine our approach continuously, keeping the employee experience at the heart of our organizational fabric.

Q: What core principles define the workplace culture at [24]7.ai, and how have they evolved over time?

At [24]7.ai, our commitment to employee engagement is central to our aspiration to be the Employer of Choice. We embed engagement into our business strategy through our Top 10 Global People Practices, which ensure our people are heard, supported, and celebrated.

Our proprietary platform, EngageHub, is the engine behind our multi-generational, multichannel engagement strategy. Designed to be dynamic and inclusive, EngageHub brings together: AI-enabled onboarding tools tailored for Gen Z, HR Shared Services for seamless everyday experiences, and signature engagement brands like: Hum Premier League – an annual inter-program championship, Passion Clubs for hobbies and wellness, Benefits Carnival, and Shakti, our award-winning Gender Diversity initiative.

Our Virtual Engagement Framework also ensures hybrid and remote employees remain connected and engaged.

To keep our strategy grounded in real-time feedback, we run a quarterly Just 16 Employee Satisfaction Survey, along with other experience measurement tools. These insights help us calibrate and personalize our approach, creating a workplace where people feel happy, valued, and empowered.

Recognition of our efforts from platforms like Great Place to Work, UN Women, ET HR World, SHRM, and HRAI further validates the impact of our approach.

“Our Culture Committee, comprised of senior leaders across business and support functions, is responsible for shaping strategy, ensuring governance, and aligning business units with our Culture Vision.”

Q: Can you share any unique engagement initiatives that have had a transformative impact on employee experience?

One of our most impactful initiatives is the Training Experience Framework for new hires. This is a structured 100-day journey led by a dedicated Experience Team and includes 17 tailored interventions that create a deep sense of belonging from day one. A key highlight is Amantran, our signature onboarding event where we welcome new joiners and their families—laying the foundation for emotional connection and long-term commitment.

Another powerful initiative is our Supervision Governance Framework, which institutionalizes multi-level communication— from one-on-ones to focus groups—ensuring employees are informed, heard, and aligned with organizational goals. Recognition is woven into the fabric of our culture through the Celebrating YOU program. It recognizes exceptional performers and brand ambassadors for Culture, DEI, CSR, and Values in the presence of internal and client leadership, reinforcing a culture of appreciation.

We also nurture holistic well-being and identity through Passion Clubs (Art, Photography, Dance, Wellness, etc.) and HR Happy Hours, celebrating employee milestones and building lasting relationships.

Data-driven tools like Experience Surveys, Culture Index, Stay Interviews, and Just 16 give us a 360° view of the employee experience, enabling continuous evolution and excellence.

Q: What role does leadership play in sustaining an inclusive and empowering culture?

Leadership at [24]7.ai is the cornerstone of our inclusive and empowering culture. Our Culture Committee, comprised of senior leaders across business and support functions, is responsible for shaping strategy, ensuring governance, and aligning business units with our Culture Vision.

Execution is enabled through a robust network of Culture Champions—carefully selected employees who bring our Culture Tenets to life on the ground. Leaders are deeply engaged in listening platforms like Care Conversations, Culture Audits, and Listening Boxes, which help identify challenges and opportunities at the grassroots level.

Our commitment to accountability is reflected in our structured review mechanisms— Culture metrics and verbatim feedback are discussed in Monthly and Quarterly Business Reviews, ensuring that leaders remain responsible for outcomes.

The “I Am Culture” Campaign is a unique monthly initiative led by council members, spotlighting one tenet at a time through interactive sessions, learning events, and recognition moments. Client leaders also play a visible role in driving inclusion initiatives across our ecosystem.

This leadership-led model has earned us recognition from UN Women India, underscoring our commitment to equity and inclusion.

INTERVIEW

Q: What’s the most valuable lesson you've learned while shaping culture and engagement strategies at [24]7.ai?

Over the years, we’ve distilled several powerful lessons that continue to guide our journey: Behavior Sets the Tone: Culture is shaped more by consistent actions than words.

Leaders must walk the talk by modeling the behaviors they wish to inspire.

Engagement is Personal and Ongoing: One-size-fits-all doesn’t work. Sustained engagement requires listening, adapting, and showing employees, they matter— through everyday interactions, not just surveys.

Psychological Safety Drives Performance: A culture where people feel safe to speak up, challenge, or even fail is one where innovation thrives. Initiatives like ICare, Shakti EmpowHer, [24]7EquAlly, and MOMentum support this foundational principle.

Every Interaction is a Moment of Truth: Culture is not created in grand gestures but in the way we give feedback, celebrate wins, and respond to mistakes. It’s in the little things done consistently.

Ritualize Your Values: Embedding our values into onboarding, recognition, townhalls, and lifecycle events ensures they are not just stated—but lived.

As the saying goes, “People may forget what you said, but they will never forget how you made them feel.” That’s the compass that guides our culture journey at [24]7.ai.

ABOUT THE AUTHOR

Nina oversees HR and Learning & Organizational Development (L&D and OD) across India and Americas for [24]7.ai’s services side of the business. She spearheads the mandate to create a vibrant, peoplecentric organization across two distinct geographies and cultures. As an HRD leader, she plays a key role in shaping and developing organizational agenda & HR policies of the organization. Nina has a rich experience of serving in the not-for-profit sector. Prior to her current association with [24]7.ai, Nina was the Chief People Officer at Indian Institute for Human Settlements.

She was also actively involved with and served on the Board of the Live Love Laugh Foundation , an organization that focuses on Mental health awareness and the destigmatization of mental Illness. Nina was a teacher for 16 years prior to coming into the corporate world. She has a Degree in Economics and a degree in Education.

HEAD -L&D, LALITPUR POWER GENERATION COMPANY LIMITED BAJAJ ENERGY

INTERVIEW

Q: How do your L&D programs support operational excellence across the power generation value chain?

At LPGCL, our Learning & Development programs are strategically aligned to drive operational excellence across the entire power generation value chain. We focus on building technical mastery, safety compliance, and leadership capabilities through a blend of classroom, on-the-job, and digital learning.

Our training covers every stage—from coal handling and boiler-turbine operations to maintenance, environmental compliance, and grid interface—ensuring employees understand the full system, not just their function.

We leverage data-driven skill gap assessments to design targeted interventions, enabling teams to adopt best practices, optimize processes, and respond swiftly to operational challenges. Cross-functional learning modules promote collaboration between operations, maintenance, and support functions, reducing downtime and enhancing plant reliability.

By embedding a culture of continuous learning, innovation, and knowledge sharing, our L&D initiatives have contributed to measurable gains—improved efficiency, reduced forced outages, higher safety performance, and compliance with regulatory standards.

Ultimately, our programs empower employees to deliver sustainable, cost-effective, and reliable power while meeting business and environmental goals.

Q: What strategies have you used to ensure training is aligned with real-time business outcomes?

At LPGCL, we ensure training is directly linked to real-time business outcomes through a structured, need-based approach. Every

program begins with a thorough Training Needs Analysis (TNA) driven by operational KPIs, safety data, audit findings, and feedback from plant leadership. This ensures learning priorities address actual performance gaps and emerging challenges.

We integrate training calendars with the plant’s maintenance schedules, outage plans, and project milestones so that learning interventions are timely, relevant, and immediately applicable on the job. For example, skill enhancement on advanced diagnostic tools is timed before major overhauls, enabling measurable efficiency gains.

Our post-training evaluation framework uses the Kirkpatrick model, tracking changes in knowledge, on-ground application, and impact on KPIs such as heat rate improvement, reduced breakdown frequency, and faster fault resolution.

We also emphasize cross-functional learning to break silos—operations, maintenance, safety, and environmental teams train together on integrated problem-solving. This fosters shared ownership of results and improves coordination.

By continuously reviewing outcomes and refining content, we ensure every training initiative contributes to our core goals— higher reliability, lower costs, improved safety, and sustainable power generation. In essence, our L&D is not an event—it’s a business performance enabler.

WITH UNWAVERING SUPPORT FROM OUR SENIOR LEADERSHIP, WE HAVE CONSCIOUSLY BUILT AN ENABLING AND INCLUSIVE WORK ENVIRONMENT THAT SUPPORTS DIVERSE TALENT.

INTERVIEW

Q: How do you upskill employees for futurereadiness, especially in a technical field like energy?

At LPGCL, future-readiness is built into our Learning & Development strategy, especially given the rapidly evolving energy landscape.

We focus on anticipating skill requirements driven by emerging technologies, regulatory changes, and the transition towards sustainable power.

Our approach blends technical depth with adaptability. On the technical front, employees are trained on advanced control systems, predictive maintenance tools, data analytics, and energy efficiency optimization techniques. We also integrate awareness of renewable integration, environmental compliance, and digital transformation trends into our programs, preparing teams for hybrid energy models.

We invest in partnerships with OEMs, industry bodies, and training institutes to bring in cutting-edge knowledge and certifications. Digital learning platforms and ILT provide immersive, hands-on exposure to new technologies before they are deployed on site.

Equally important, we strengthen soft skills such as problem-solving, collaboration, and change management—critical for thriving in dynamic environments. Regular knowledgesharing sessions and cross-functional projects encourage innovation and broaden employee perspectives.

By combining technical mastery with futurefocused competencies, we ensure our workforce is not just ready for today’s operations but capable of leading LPGCL’s growth in a cleaner, smarter, and more competitive energy future.

WITH UNWAVERING SUPPORT FROM OUR SENIOR LEADERSHIP, WE HAVE CONSCIOUSLY BUILT AN ENABLING AND INCLUSIVE WORK ENVIRONMENT THAT SUPPORTS DIVERSE TALENT.

Q: What innovations or tools have helped improve efficiency in both learning and operations?

At LPGCL, innovation in both learning and operations goes hand-in-hand, enabling faster skill acquisition and measurable performance gains. On the learning side, we have adopted a blended training model—combining Instructor-Led Training (ILT), webinars, digital platforms, and on-site practical exposure. Digital microlearning modules ensure knowledge is accessible anytime, supporting just-in-time learning and quick reinforcement of concepts.

For operations, we leverage predictive maintenance systems, real-time performance monitoring, and data analytics dashboards.

These tools not only improve plant efficiency but also serve as live learning resources, as employees are trained to interpret and act on operational data. QR-coded SOPs at equipment points allow quick access to procedures, reducing errors and downtime.

We also run an in-house “Innovative Ideas” program, which compels employees to propose and implement creative, efficiencydriven solutions. Many of these ideas have delivered measurable cost savings, process improvements, and safety enhancements.

In addition, LPGCL actively participates in various national-level forums and competitions, where teams showcase our learnings and best practices. This not only gives our employees industry exposure but also brings fresh insights back into the organization, fostering a cycle of learning, sharing, and continuous improvement.

INTERVIEW

Q: What advice would you give to other organizations looking to integrate L&D deeply with operations?

My advice to organizations is to view L&D not as a parallel function, but as an operational catalyst. The starting point should be a strong linkage between business KPIs and learning objectives—training must address real performance gaps and operational challenges, not just generic skill building.

Engage operational leaders in designing learning interventions so that content is grounded in actual plant scenarios and delivered at the right time, such as before shutdowns, new technology rollouts, or major projects. Aligning the training calendar with operational milestones maximizes impact and ensures immediate application.

Equally important is creating a feedback loop —measure post-training impact on productivity, safety, and reliability, and refine programs accordingly. This transforms L&D from a one-time event into a continuous improvement engine.

Encourage cross-functional learning to break silos, so employees understand the broader value chain and can work together to solve complex problems. Invest in digital tools for on-demand access to SOPs, lessons learned, and technical updates, ensuring knowledge is always within reach.

Finally, cultivate a culture where learning is valued as much as output—because in highperformance organizations, operational excellence and continuous learning grow together.

ABOUT THE AUTHOR Abhinav Bhardwaj is a seasoned Learning & Development professional with over two decades of experience in training and capability building.

With an engineering background and an MBA in Human Resources, he brings a unique blend of technical expertise and people development skills, enabling him to design impactful technical and soft skills interventions for power sector professionals. A certified OD expert, Abhinav has successfully built the L&D function from the ground up, aligning it with business goals.

Known for his strategic vision, stakeholder collaboration, and passion for continuous learning, he fosters a culture of excellence, innovation, and measurable results.

COUNTRY DIRECTOR – INDIA, CROWN AGENTS INSP PVT LTD

INTERVIEW Q: What values or behaviors best represent the culture at Crown Agents Insp Pvt Ltd? We are a group of individuals who are driven by the same passion, working in complete unison while being rooted in strong moral values. Organizations do go through phases of ups & downs, but it’s the inherent strength bound by a strong culture that helps to tide them over. Most of our staff have been working with us for a long time; which has enabled our company culture to get deeply ingrained within us. Eventually, we are all bound by the same vision and culture!

Unflinching adherence to them has always guided us at times of uncertainty.

Two core values that guide our decisions and underpin policies, objectives, procedures and strategy, are to be ‘Courageous’ and ‘Authentic’.

‘Courageous’ means performing in the face of adversity, working in challenging environments to bring positive change, and questioning and challenging the status quo.

‘Authentic’ means responding to uncertainty with continuous openness to change and a desire to deliver meaningful outcomes, staying true to what we believe is right and acting with complete integrity and transparency.

Q: How do you foster collaboration and belonging across diverse teams?

A standout improvement has been our onboarding transformation.

Earlier, onboarding was fragmented across regions and entities. Today, we run a centralized yet agile onboarding framework that has reduced onboarding time by over 40%. We ensured that new hires feel welcomed by real people, not just systems. Our HR team remains hands-on, available, and approachable throughout the process. This combination of speed, structure, and personal touch has

drastically improved first impressions.

Especially in cases of acquisitions or expansions, we’ve ensured every new team member feels connected and supported from day one no matter where they are.

‘Courageous’ means performing in the face of adversity, working in challenging environments to bring positive change, and questioning and challenging the status quo.

Q: How do you measure cultural success beyond engagement scores or surveys?

The best ‘measure’ is the outcome!

If the result surpasses the expectation that you set initially, then that should be considered as a ‘success’. There aren’t any empirical formulae that could exhibit the cultural success scorecard! We take the culture-fit of our staff very seriously as it sets the benchmark for future success right at the recruitment and onboarding phases. We won’t hesitate to let go of any talents if they are observed as misfits to our culture or fall below our ethical benchmarks.

Q: In one sentence, how would you describe your organization’s culture to a prospective employee?

We are an organization that believes in transparency, is vibrant & a fun place to work, has deep respect for individuals and adheres to uncompromising values.

INTERVIEW Q: What change did you feel most passionate about bringing in, and what sparked it?

In one of the previous companies that I worked for, I helped them reorient their positioning strategy and made them aware to go niche i.e. premium, when we launched a new brand in an altogether new category.

Until then, the company used to be a mass market player and quite diffident. This image shift exercise was a resounding success and truly fascinating. The ‘thought process’ change that the entire company went through gave us supreme confidence and helped to shred the self-imposed inhibition forever.

something that was out of our control. We quickly adapted to the new situation that was not just complex but was full of challenges, many of which were unknown. With not much support or guidance, every step we took was with a sense of trepidation. Trepidation of not taking a false step, harming the organization I was leading, but also innumerable colleagues who trusted their career and livelihood with the company.

Needless to say, we not only successfully traversed that change process but also came out stronger and better.

Immense self-belief and cooperation from all to achieve our common goals have always helped me overcome tough times with ease.

Q: Every changemaker has that one defining moment. What was yours during this journey?

Change initiatives should be proactive and not introduced as an after-effect! Often, we react after disaster strikes us instead of eliminating the cause that brings us to the disaster. The ability to see problems from a distance is a quality that should be appreciated by leaders in any organization.

Subsequent actions to mitigate them with the least turbulence should get the laurels.

In my professional career, I have been able to not just initiate changes but also taken to fruition, quite a few of them. Apart from these, many were top-driven strategic changes where implementation was crucial, and the rest were changes introduced in tune with the times. I don’t recall any particular ‘defining moment’ driving me or pushing me to leave a mark behind.

Q: Change isn’t always easy. What kept you going when things got tough?

I have been through sleepless nights during an organizational transformation, which was partly due to situational reasons and

“The ability to see problems from a distance is a quality that should be appreciated by leaders in any organization.”

Q: Who or what played a big role in shaping your approach to making decisions?

I have been lucky to receive strong support from leaders, particularly during the formative years of my corporate journey, who backed me for most of the initiatives I proposed. Apart from such leaders within the organization, at times, I did seek counsel externally too, from industry stalwarts whenever I felt stuck. Their wisdom invariably helped me to see solutions that I otherwise missed. Decisions can go wrong, but one should factor in multiple safety nets to minimize their impact if they do occur and then proceed! But, not taking a decision and sitting idle has never been acceptable to me.

INTERVIEW Q: And finally, for someone who wants to drive change but doesn’t know where to start—what would you tell them?

I believe driving change starts with clarity and action. First, identify what the pain points are or what’s the inspiration to introduce change, whether it’s an internal issue that demands voluntary initiation or an external factor compelling change.

Next, one needs to sharpen focus to specifics; vague goals dilute impact and lessen the relevance. Research the problem in detail: who is affected, what’s amiss, and where the gaps exist.

Once such an investigation is done, start maybe small but with sound, tangible steps.

Build momentum by connecting with others; change amplifies as folks join the common cause. One can expect temporary setbacks but treat them as feedback, not failure. Track progress regularly to stay motivated; lasting change takes time. Be patient, and you’ll succeed.

ABOUT THE AUTHOR

Sabyasachi, Country Director – India for a British firm, brings over 25 years of leadership experience across global organizations. Known for driving start-ups, market entries, and turnarounds, he has tripled turnover and grown profitability by 65%+ in his current role. A National Merit Scholar with BE and MBA degrees, he has earned recognition including Best Director at BSE, Mumbai, and CEO with HR Orientation (2022). He is also a prolific writer with publications in Business Standard, ETHR, and The Statesman. With rich international exposure, he understands the demands of today’s globally connected economies and is known as a challenge-seeker and die-hard optimist.

VICE PRESIDENT & HEAD HR, KAYA LIMITED

INTERVIEW Q: How has Kaya’s workplace culture contributed to your success in the personal care industry?

At Kaya, our workplace culture is rooted in empathy, ethics, and empowerment—values that don’t just guide how we work, but how our customers feel every time they walk through our doors. We live our values of Customer Centricity, Collaboration, Innovation, Entrepreneurship, and Ethics in everyday actions—whether it’s going the extra mile to understand a client’s unique needs, making ethical recommendations, or finding innovative ways to deliver visible results. With 85% of our workforce being women and strong female leadership, we foster an inclusive, understanding environment that naturally translates into genuine customer care. We do programs like capability building, need based training, new product and new service trainings, value and culture cascade workshops, wellness initiatives which help in building the members of kaya. These are not just internal milestones—they ensure our teams are equipped, engaged, and inspired to create moments of customer delight. This deep alignment between our culture and our service has led to higher satisfaction scores, stronger loyalty, and revenue growth powered by purpose-led, motivated teams Q: What makes your culture stand out in terms of employee care and empowerment?

We put people at the heart of every decision.

Our programs are intentionally designed around the needs of our members, especially women. From flexible work shifts and extended maternity leave to return-to-work programs and wellness connects; we support employees across all life stages.

Empowerment is built through learning sessions, leadership development programs, homecoming initiatives, and interactive

engagements that ensure every voice is heard and valued. At the clinic level, this empowerment translates into teams having the autonomy and confidence to make on-thespot decisions that ensure customer delight— whether it’s personalizing a treatment plan or resolving a concern swiftly and ethically.

Innovation, one of our core values, comes directly from the people of Kaya and is taken very seriously; ideas for new products and services are thoroughly discussed, refined, and enriched with inputs from our team members.

Our culture isn’t one-size-fits-all—it’s dynamic, personal, and performanceenhancing. That’s what makes it stand out

“We live our values of Customer Centricity, Collaboration, Innovation, Entrepreneurship, and Ethics in everyday actions” Q: Can you share how leadership models the desired culture every day?

At Kaya, leadership is about showing, not just telling. Our leaders lead by example— regularly visiting clinics, engaging in townhalls, and participating in strategy sessions that welcome inputs from every level.

They embody our values in action, ensuring recognition programs genuinely celebrate the behaviours we stand for. Strategic business planning is approached as a shared journey— leaders provide clarity of direction while listening deeply to diverse perspectives. With an open-door policy and real-time engagement, they make our culture not only visible but also lived and felt every day, inspiring teams to follow suit.

INTERVIEW

Q: How do you create space for continuous feedback and honest communication?

We treat feedback as a gift. Our open-door policy ensures even the most junior team member can voice ideas or concerns directly to leadership. Formal mechanisms like Employee Satisfaction Surveys (ESS), Focus Group Discussions, and HR Connects create structured, safe spaces for feedback. What sets us apart is our bias for action—we don’t just collect feedback; we act on it.

Whether it’s launching new development programs or making strategic shifts, honest communication shapes how we evolve and grow as one Kaya.

Q: What’s one initiative you’re especially proud of that reflects Kaya’s cultural values?

At Kaya, our values aren’t just talked about — they’re lived, daily. And now, they’re celebrated too. In every quarterly townhall, we’ve introduced a new segment that recognises team members who truly embody the Kaya Way. Whether it’s going the extra mile for a client, supporting a teammate without being asked, or bringing a spark of innovation to work — these moments reflect the heart of our culture. This segment isn’t just about awards or applause. It’s about pausing to acknowledge the people who quietly lead through action, and in doing so, shape the Kaya experience for everyone around them. Each recognition is a reminder: culture isn’t built in policies — it’s built in everyday choices.

ABOUT THE AUTHOR

Amrita is the Head of Human Resources at Kaya Limited, bringing over two decades of experience in building people-first cultures. Passionate about leadership development, inclusion, and organization design, she has led transformative HR strategies that align deeply with Kaya’s core values. Under her leadership, Kaya has institutionalized pioneering programs around onboarding, feedback, and female empowerment, driving both performance and purpose. Amrita believes in the power of empathy, honest dialogue, and continuous learning to create thriving workplaces where individuals grow and businesses flourish.

GLOBAL LEADERSHIP TRENDS (2025 OUTLOOK) Rise of Purpose-Driven Leadership CEOs are increasingly measured not just by shareholder returns, but by their ability to deliver social, environmental, and community value.

Cross-Cultural Leadership Demand With 70% of firms operating in multiple geographies, leaders with cultural agility are considered twice as effective in driving global success.

Shift to Skills-Based Hiring Fortune 500 companies now emphasize skills over degrees— creating equitable pathways and expanding leadership pipelines.

Leaders as Coaches Organizations report a 30% boost in retention where leaders adopt coaching mindsets instead of traditional top-down management.

Digital-First Leadership Over 65% of executives say data literacy is now a nonnegotiable leadership skill, making digital fluency a core competency.

GLOBAL HEAD OF HR, PIXIS

INTERVIEW Q: What does operational excellence in HR mean to you at Pixis?

At Pixis, operational excellence in HR is about creating consistency and care while respecting the uniqueness of every region we operate in. Our HR operations team manages global employees, but excellence to us doesn’t mean “one-size-fits-all.”

We ensure every process whether it’s onboarding, payroll, or compliance is executed with precision and empathy, while being tailored to local frameworks, cultural nuances, and regulatory requirements. What defines operational excellence at Pixis is our ability to combine structure with adaptability.

We’ve built scalable systems that maintain accuracy and compliance across the globe, but we also remain agile enough to localize where it matters most. It’s this blend of global consistency and regional sensitivity that allows us to deliver not just efficient HR operations, but meaningful employee experiences.

Q: Can you share a breakthrough improvement you made in an HR process that significantly enhanced employee experience?

One of the most impactful breakthroughs was building HR frameworks in a very short span of time to support our rapid global expansion.

As Pixis entered new regions, we had to quickly put in place structures that could scale with business growth while still being locally relevant. We redesigned it into a streamlined, tech-enabled journey that could be adapted to regional needs yet still reflect our culture consistently. This quick turnaround allowed us to onboard talent seamlessly in new markets, ensuring employees felt welcomed, prepared, and connected from day one.

By creating agile frameworks that could flex with the pace of expansion, we not only

accelerated our ability to enter new markets but also elevated the employee experience during times of rapid growth.

Q: How do you use technology to streamline HR operations?

We’ve embraced advanced AI tools and multiple HRMS platforms to bring efficiency and adaptability to our HR operations. Since our workforce is global, a single system doesn’t always meet the needs of every geography, so we’ve deployed different platforms that suit both regional compliance and employee preferences.

For example, we use Darwinbox in some regions for end-to-end employee lifecycle management, Deel for certain international markets, and integrate these with payroll systems like ADP to ensure accuracy and compliance. AI-driven analytics also help us forecast workforce needs, understand attrition trends, and personalize employee engagement at scale.

This mix of platforms ensures processes are not only standardized where possible but also flexible enough to align with local requirements. Technology helps us streamline the back-end, while AI insights allow us to stay proactive and employee-centric.

Q: What challenges did you face while scaling HR operations, and how did you tackle them?

As we expanded into new markets, one of the key challenges we faced was navigating cultural differences, varied labor laws, and unique employee expectations.

Each geography came with its own way of working, and simply replicating existing frameworks wasn’t an option.

We tackled this by being proactively investing time in understanding the market, culture,

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and regulatory landscape before scaling operations. This meant building regionspecific policies, designing flexible benefits, and creating communication styles that resonated with local employees while still keeping the Pixis DNA intact.

This approach helped us maintain compliance, respect cultural nuances, and create a sense of belonging for employees across markets. The challenge became an opportunity to design HR operations that are globally consistent in values but locally adaptable in execution

Q: How do you ensure your HR operations remain agile and employee-centric?

Agility at Pixis comes from keeping a strong “people-first” culture at the heart of everything we do. We constantly evolve our processes to match business growth and market trends, ensuring employees remain supported in their journeys.

A key part of this is investing in upskillingand reskilling. As industries shift and roles evolve, we’ve focused on enabling employees to stay future-ready through structured learning paths, leadership development, and functional capability building. This not only supports individual growth but also strengthens organizational agility.

We also stay tuned to employee feedback and broader workplace trends, adapting policies and practices to ensure they remain relevant, inclusive, and supportive. By combining future-focused skill development with a culture of empathy and responsiveness, our HR operations continue to stay both agile and deeply employee-centric.

ABOUT THE AUTHOR Soumyakant Singh is the Global Head of Human Resources at Pixis, a global tech leader in codeless AI technology that empowers brands to scale their marketing and decision-making efforts.

Previously, he led the HR function at LeadSquared, a SAAS unicorn known for CRM solutions. His career spans services, captives, and GCC organizations, where he has held leadership roles in various HR functions and Centers of Excellence for Fortune 500 companies. He specializes in building strong business partnerships, implementing effective leadership interventions, and creating high-performing, value-driven organizations. His expertise lies in fostering meritocracy and driving strategic HR initiatives for growth and success.

LEADERSHIP EXCELLENCE — KEY FACTS (GLOBAL 2024–25) Profitability Link Companies with high leadership effectiveness scores outperform peers by 22% in revenue growth and 19% in innovation output.

Gender Gap at the Top Globally, women hold only 10.4% of Fortune 500 CEO roles, though companies with diverse boards show stronger returns.

Sustainability Influence 73% of global leaders now tie business growth directly to sustainability goals, aligning with investor and societal expectations.

Hybrid Work Advantage Organizations with leaders skilled in hybrid work report 2x higher employee engagement compared to those without such practices.

Employee Trust Factor Trust in leadership is a top-three driver of retention worldwide, more influential than salary in many regions.

HEAD- L&D, SG ANALYTICS

INTERVIEW Q: How do you build a culture of continuous learning at SG Analytics?

At SG Analytics, continuous learning is not just encouraged—it’s embedded in our DNA. Every employee’s goal sheet includes a 5% weightage for learning, independent of mandatory modules. We’ve institutionalized the G25 initiative, requiring a minimum of 25 learning hours annually. From Day 1, our R.I.S.E Program (Rapid Integration and Skill Enhancement) sets the tone with sessions on company values, workplace skills, and inclusive practices.

Our learning calendar offers workshops on emerging tools like Gen AI, Tableau, Power BI, and more. Through our Employee Education Policy, we support external certifications such as CFA and PMI, with dedicated budgets to empower upskilling.

Career-linked bootcamps led by internal experts help employees grow into new roles, backed by rigorous assessments and business impact tracking.

Each learning journey spans 30–35 hours, culminating in certification based on performance. Importantly, learning at SG Analytics is a shared responsibility—driven by employees, supported by managers, and enabled by the Learning team. This holistic approach ensures that learning is not a onetime event, but a continuous, measurable, and rewarding experience.

Q: What are the cornerstones of your L&D strategy for technical and behavioral competencies?

At SG Analytics, we believe that true professional excellence stems from a balanced development of both technical and behavioral competencies. Our L&D strategy is built on

this foundation, ensuring equal emphasis and structured growth in both areas. Technical skills are mapped to each employee’s role through our proprietary Skill Matrix, which tracks proficiency levels and highlights gaps.

These are addressed through targeted internal programs led by subject matter experts, with progress monitored and accessible to leadership.

Behavioral competencies are similarly mapped and developed through initiatives like our Manager Capability Development Program, which blends soft skills—goal setting, delegation, coaching—with practical capabilities such as interviewing, project management, and HRIS navigation.

Competency frameworks are tiered by role and hierarchy, ensuring relevance and depth at every level.

This dual-focus strategy ensures that our employees are not only technically sound but also equipped to lead, collaborate, and grow holistically. It’s a dynamic, data-driven approach that aligns individual growth with organizational success.

“Learning at SG Analytics is a shared responsibility—driven by employees, supported by managers, and enabled by the Learning team.”

Q: Can you highlight a program that truly moved the needle on skill development?

One standout initiative at SG Analytics has been our Data Analytics Bootcamp, a transformative program designed to build technical capabilities from the ground up.

What makes this program unique is its success in upskilling employees from non-technical backgrounds—specifically those from commerce streams within our Data Solutions practice—into proficient data professionals.

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Led by our internal experts from the Data Analytics and Data Engineering teams, the 50-hour journey combined self-paced learning with weekly live sessions for doubt resolution and concept reinforcement. Topics covered included Python, SQL, NumPy, and SciPy. Post-assessment scores determined specialization tracks—Data Engineering or Data Science—ensuring personalized learning paths. This fully virtual program not only bridged skill gaps but also enabled participants to transition into live project deployments, showcasing real business impact. It’s a testament to how structured, inclusive, and well-supported learning can unlock hidden potential and drive meaningful career growth.

Q: How do you customize learning journeys for different talent segments?

At SG Analytics, learning journeys are thoughtfully designed to reflect both the function and role of everyone. These journeys are aligned with business needs and reviewed regularly to ensure relevance and impact.

Each path clearly outlines the learning milestones and estimated timelines for progression, based on performance and skill acquisition. We offer differentiated programs for various talent segments—individual contributors, first-time and tenured managers, manager of managers, and the leadership team. For example, capability development programs focus on core skills, while leadership development journeys are tailored for succession planning and talent readiness.

Customization goes beyond content—it’s about context. Programs are co-created with This collaborative approach ensures that every employee, regardless of level, has a clear, personalized path for growth and advancement.

Q: What’s next in your L&D roadmap—any upcoming innovations?

At SG Analytics, innovation in learning is a continuous journey. One of our most exciting upcoming initiatives is the automation of our Skill Matrix using Generative AI. This will revolutionize how we identify and address skill gaps across the organization. By leveraging AI-driven assessments tailored to an individual’s current proficiency, we’ll be able to dynamically assign relevant courses and track progress in real time. Post-learning, employees will undergo reassessments to update their skill profiles, ensuring a living, evolving view of their capabilities. This intelligent system will also enable talent mapping, helping us identify internal candidates for open roles based on their readiness and skill alignment—creating a seamless bridge between learning and career growth. This innovation not only enhances personalization but also strengthens our talent mobility and succession planning strategies. It’s a bold step toward making learning more adaptive, data-driven, and impactful.

ABOUT THE AUTHOR Rajat Sanan is the Head of Learning & Development at SG Analytics, bringing over 23 years of experience in building L&D functions from the ground up and aligning learning strategies with business goals. A self-starter, he has consistently stepped into unstructured spaces to create impactful frameworks—whether designing leadership development journeys, embedding psychological safety into workplace culture, or scaling capability-building in highgrowth environments.

Guided by a strong belief in lifelong learning, Rajat is deeply committed to unlocking human potential and driving transformation across industries.

LEADERSHIP LEGACIES — SHAPING TOMORROW Beyond Titles and Accolades True excellence in leadership is not measured by corner offices or awards— it’s defined by the trust, growth, and resilience leaders inspire in others.

Ripple Effect of Influence Every decision made by leaders—big or small—creates ripples that shape not just organizations, but societies and generations.

Leadership as Stewardship Great leaders recognize themselves as stewards, entrusted with people, resources, and the planet, and they act with responsibility for the future.

From Recognition to Responsibility Awards and honors are not just milestones—they are reminders of the responsibility to continue leading with integrity and vision.

The Call of Tomorrow As the world faces unprecedented challenges and opportunities, leadership must remain rooted in courage, empathy, and innovation.

Closing Thought Excellence is not a destination but a continuous journey. The true legacy of leadership lies in empowering others to rise, ensuring that the future is brighter, bolder, and more inclusive than the present.

FOUNDER AND CHAIRMAN, SHUBHAM K MART PRIVATE LIMITED

DIRECTOR, SHUBHAM K MART PRIVATE LIMITED

INTERVIEW Q: What are the guiding principles behind your employee engagement philosophy?

Our employee engagement philosophy is rooted in fundamental principles designed to cultivate a motivated and committed workforce. First, we prioritize open communication, fostering transparency and active listening so employees feel valued and understood. This creates a trusting environment where feedback flows freely and concerns are addressed promptly. Second, recognizing and rewarding contributions is central to our approach. Celebrating achievements boosts morale, encourages high performance, and reinforces a sense of appreciation within the team. Third, we are dedicated to continuous development, offering training programs, career advancement opportunities, and skill-building initiatives. These empower employees to realize their full potential and stay engaged with their roles. Fourth, we are committed to creating a positive, inclusive culture that celebrates diversity and promotes respect and support for all team members. An inclusive environment enhances collaboration and innovation. Lastly, we emphasize work-life balance, acknowledging that employee wellbeing impacts productivity and satisfaction.

By supporting flexible schedules and wellness initiatives, we aim to reduce burnout and promote healthy living. These principles collectively underpin our strategy to build a workplace where employees are motivated, engaged, and aligned with organizational goals. This alignment not only drives individual growth but also enhances customer service and overall business success.

Q: How do you keep employees motivated across your retail operations?

We keep employees motivated across our

retail operations through a comprehensive approach that combines recognition, development, and engagement initiatives.

Regularly acknowledging individual and team achievements fosters a strong sense of accomplishment and boosts morale. We invest in ongoing training and skill development programs to empower staff, support their career growth, and ensure they feel genuinely valued and prepared for success. Offering competitive incentives, performance-based rewards, and bonus programs further motivate employees to perform at their best.

Creating a positive work environment built on respect, inclusivity, and open communication helps maintain high morale and foster a sense of belonging. We also prioritize work-life balance by providing flexible scheduling options wherever possible, which supports employee well-being and reduces burnout.

Additionally, involving employees in decisionmaking processes and actively listening to their feedback cultivate a sense of ownership and commitment to the organization. These strategies work synergistically to create a motivated, engaged workforce dedicated to delivering exceptional customer experiences and achieving our business objectives. By fostering a supportive and empowering workplace culture, we aim to drive continuous improvement and long-term success.

Creating a positive work environment built on respect, inclusivity, and open communication helps maintain high morale and foster a sense of belonging.

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Q: Could you share a story of an engagement initiative that had a remarkable impact?

One impactful engagement initiative we organized involved hosting games specifically for senior employees from remote and outskirts areas, many of whom have limited formal education. Despite the logistical challenges and barriers, these employees participated wholeheartedly, demonstrating enthusiasm and genuine joy. The event was thoughtfully designed to bridge gaps, foster a sense of belonging, and recognize their valuable contributions to the organization.

Witnessing their happiness and emotional responses was truly inspiring and underscored the importance of inclusive engagement practices. This experience reinforced our belief that simple, heartfelt activities can have a profound impact on employee morale and loyalty. It highlighted that every employee’s well-being and recognition are crucial in building a cohesive, motivated team. The initiative not only brought smiles and camaraderie but also strengthened their connection to the organization, making them feel valued and appreciated regardless of their location or background. Such activities demonstrate that meaningful engagement doesn’t require elaborate programs; instead, genuine effort and a focus on inclusivity can significantly boost morale, loyalty, and overall organizational culture, leaving a lasting positive impression on employees and fostering a sense of community across diverse groups.

Q: How do you ensure feedback from employees is captured and acted upon?

We ensure that employee feedback is effectively captured and acted upon through a variety of structured channels such as surveys, suggestion boxes, and regular one-on-one

meetings. Our goal is to create an open and trusting environment where employees feel comfortable sharing honest insights without fear of retaliation or judgment. All feedback received is systematically reviewed by our HR and management teams, who analyse trends and identify key areas for improvement. To demonstrate that employee voices are valued, we communicate transparently about the actions taken in response to feedback, fostering trust and engagement. Additionally, we conduct follow-up sessions to revisit previously raised issues, evaluate progress, and ensure continuous improvement. This ongoing process of listening, analysing, and responding helps us build a culture of responsiveness and inclusivity. By making employee feedback a core part of our organizational approach, we drive meaningful change that enhances the workplace environment, boosts morale, and increases motivation. Ultimately, this commitment to listening and acting on employee input strengthens our organizational culture, encourages active participation, and creates a more engaged and committed workforce dedicated to shared success.

“Our goal is to create an open and trusting environment where employees feel comfortable sharing honest insights without fear of retaliation or judgment.”

Q: What does a “great day at work” look like for a Shubham K Mart employee?

"Great day at work" for a Shubham K Mart employee means feeling valued, motivated, and connected with their team. It begins with starting the day with a positive mind-set, confident in the support of colleagues and management.

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Throughout the day, smooth operations and efficient workflows contribute to a stress-free environment. Recognition for their efforts, whether through a simple thank you or acknowledgment from supervisors, boosts their morale and reinforces their importance within the team. Engaging with happy customers provides a sense of purpose and satisfaction, as they see the direct impact of their service. The day is also filled with moments of learning, collaboration, and problem-solving that help them build new skills and increase their confidence. Most importantly, a great day leaves them with a feeling of achievement and pride in contributing to the store’s success. Walking out of the store, they feel fulfilled and energized, eager to return the next day. Such days foster a positive work culture, encouraging employees to give their best and feel genuinely connected to their work, ultimately driving both personal and store growth.

ABOUT VIJAY KUMAR KANKARIYA Vijay Kumar Kankariya is the founder and Chairman of Shubham K Mart Private Limited, a fast-growing national hypermarket chain established in 2019. With decades of experience in retail, he began his career at 14 and cofounded Sumeet Bazaar before diversifying into jewellery and real estate. His vision for Shubham K Mart is to make quality essentials affordable and accessible, driving the company’s expansion to 33 stores across multiple states.

ABOUT SHUBHAM KANKARIYA Shubham Kankariya, Director of Shubham K Mart, manages operations and strategic growth for the company’s expanding retail network. A BBA LLB (Hons) graduate from Jindal Global Law School, with academic exposure at Oxford and LSE, he brings modern retail technologies and innovative practices to enhance customer experience and operational efficiency.

DGM & CORPORATE HEAD HR, SHYAM METALICS AND ENERGY LIMITED

INTERVIEW Q: How do you ensure communication flows effectively across a large and complex organization?

At Shyam Group, we view communication as the connective tissue of our organizational culture, critical to both alignment and agility.

Our approach is anchored in a multi-layered framework that facilitates seamless information exchange across all levels and locations. At the core lies HR One, our centralized HRMS, which functions as a digital command centre for all employee interactions. This is supported by structured channels such as formal email cascades, our employee engagement platform Shyam Connect, and a real-time grievance redressal system. Our communication rhythm is further reinforced through curated forums weekly team huddles, monthly mentor–mentee dialogues, quarterly Director Connects, and biannual Chairman Townhalls, each designed to foster clarity, inclusiveness, and strategic engagement.

Q: What platforms or tools have transformed your internal communications in recent years?

The digital transformation of our internal communication has been powered by a robust ecosystem of integrated platforms. HR One has been pivotal offering mobile-first access to policies, updates, and services. Shyam Connect, our bespoke employee engagement platform, enables two-way communication and continuous listening through programs like Voice of Employees (VoE). Real-time dissemination is supported by curated WhatsApp groups, digital noticeboards, and broadcast networks tailored to both whiteand blue-collar employees. We’ve also embedded a multilingual, tech-enabled helpdesk system with ticket-based tracking to ensure inclusivity and transparency. These tools have redefined our communication

ethos from transactional updates to strategic conversations at scale.

Q: How are you leveraging technology to enhance employee experience and operations?

Technology is a strategic lever in our HR transformation. We’ve consolidated all core functions like onboarding, payroll, performance management, compliance, and leave into HR One, delivering a frictionless user experience. Centralized Power BI dashboards offer leadership real-time workforce analytics for agile decision-making.

FaceTech facial recognition ensures accurate and secure attendance, while our Contract Labour Management System enhances transparency and compliance. Expense management is streamlined through an integrated travel and reimbursement portal.

The fusion of RISE with SAP S/4HANA empowers precise manpower cost planning.

We’ve also implemented IoT-enabled weighbridges and automated bill audits to minimize manual touchpoints. Together, these interventions create a digitally intelligent HR ecosystem that’s responsive, scalable, and employee centric.

Q: Can you share an example of how strong internal communication led to better business results?

One compelling example stems from a Chairman Townhall conducted across our plant locations. During an open-floor session, operators voiced challenges related to shift fatigue. Within weeks, shift restructuring was introduced based on data-backed insights and frontline feedback. This led to a marked improvement in rest cycles and a 12% increase in output in the following quarter. Similarly, employee feedback via the Voice of Employees platform led to overhauling cafeteria services, which directly enhanced

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satisfaction scores in our pulse surveys. These outcomes underscore how strategic listening and timely communication interventions can directly impact both employee morale and operational KPIs. Q: How do you keep communication human and engaging in a tech-enabled ecosystem?

We believe digital transformation must never dilute the human essence of communication.

Our strategy marries high-tech platforms with high-touch experiences. Whether it’s the Mentor–Mentee Circle, our “Directors on the Floor” engagement series, or multilingual real-time grievance systems, every initiative is designed for empathy, access, and responsiveness. We simplify interfaces to accommodate varying digital fluency and ensure frontline inclusion through mobile and vernacular formats. By embedding humanfirst thinking into every digital solution, be it a helpdesk, dashboard, or dialogue, we ensure our communication remains authentic, inclusive, and purpose-driven. Technology, for us, is not a substitute but a catalyst for more meaningful human connection.

ABOUT THE AUTHOR Sharad Sinha is the Corporate Head – Human Resources & Employee Relations at Shyam Group, bringing over 18 years of strategic HR leadership across sectors such as metals, mining, and infrastructure. With a background spanning Vedanta, JSPL, and Electrosteel, he has led transformational initiatives in employee engagement, industrial relations, and HR digitization. An XLRI-certified professional and CII-accredited assessor, he combines operational depth with a progressive outlook on people practices. At Shyam Group, he has been instrumental in embedding a culture of transparent communication, technology-driven HR systems, and inclusive workforce development, reinforcing the Group’s position as a forward-looking, people-first organization.

EXCELLENCE IN ACTION — GLOBAL PRACTICES (2025) Embedding ESG in Strategy Top-performing firms now integrate environmental, social, and governance metrics into business KPIs, not just annual reports.

Agile Decision-Making Global leaders are shortening strategy cycles—shifting from annual to quarterly reviews to remain adaptive in volatile markets.

Inclusive Boardrooms Progressive boards are adding younger leaders and nontraditional backgrounds to strengthen decision diversity.

Well-Being as Performance Driver Organizations prioritizing leader well-being see a 25% increase in team productivity and reduced burnout rates.

AI-Augmented Leadership Leaders leveraging AI for decision support free up to 20% of their time for innovation and people engagement.

Resilient Leadership in Crises Case studies show that transparent and empathetic leadership during crises accelerates recovery and strengthens brand trust.

HEAD HR AND PEOPLE DEVELOPMENT SUBROS LIMITED MANESAR

INTERVIEW Q: What are your top 3 DE&I priorities at Subros Limited ?

Subros Limited is committed to Diversity, Equity, and Inclusion (DE&I) in the workplace. We strive to create an inclusive environment where every individual feels valued, respected, and empowered to thrive.

This commitment is reflected in their efforts to provide equal opportunities, promote individual development, and foster a culture of collaboration and respect. Subros’ main priorities in DE&I are mentioned below: Subros is an equal opportunity employer and is committed to providing a workplace that embraces diversity and inclusion. Our major priorities are: Increase Representation and Diversity: Subros is actively working to improve the representation of gender diversity in the workforce and ensure their meaningful participation in decision-making and governance at all levels. This involves setting specific goals to boost diversity in leadership positions, such as increasing the representation of women in the organization.

Promoting Equity and Fairness: Subros is dedicated to providing equal remuneration, including benefits, for work of equal value, regardless of gender. They strive to offer a living wage to all employees, demonstrating their commitment to fair compensation.

Promoting Individual Development and Fostering Collaboration: Subros focuses on providing career growth opportunities commensurate with employee capabilities and potential. They also promote core values of teamwork, respect, openness, and trust, creating an environment where individuals can collaborate and achieve collective success.

Campus and Lateral Recruitment: Subros actively recruits fresh talent from top institutions and also sources experienced professionals through various channels to bridge skill gaps and groom them for leadership roles. By embedding these values into policies and processes, Subros aims to create a fair and equitable environment that empowers all employees and drives sustainable growth.

Q: What role does leadership play in driving inclusion across all level ?

Subros emphasizes leadership in inclusion by actively fostering a diverse and equitable workplace. They focus on increasing women's representation, promoting equal opportunities, and ensuring fair remuneration and benefits for all employees. The company strives to create an inclusive environment where everyone feels valued and empowered to contribute to their full potential.

Here's a more detailed look at Subros's approach to inclusion: Gender Diversity: Subros has pledged to improve the ratio of women employees and ensure their meaningful participation in decision-making.

Equal Opportunities: They are committed to providing equal opportunities for all, regardless of gender, faith, or region.

Fair Remuneration: Subros ensures equal pay for work of equal value and strives to provide a living wage for all employees.

Inclusive Culture: They aim to create a workplace where every individual feels respected, valued, and empowered to thrive.

Leadership Commitment: Shradha Suri Marwah, the Chairman and Managing Director, is a strong advocate for inclusion and has emphasized the need to move beyond gender stereotypes.

Addressing Biases: Subros acknowledges the need to tackle unconscious biases and create a

INTERVIEW company is run, which is a key aspect of genuine inclusion.

Embedded Values: By integrating these principles into their policies and processes, Subros ensures that diversity and inclusion are not isolated initiatives but rather core values that guide the company's operations. This creates a more sustainable and impactful approach to diversity than simply having a policy in place.

In essence, Subros's commitment to diversity is not just about having a document, but about actively creating an inclusive environment where all employees feel valued and have equal opportunities for growth and success.

Q: What role does leadership play in driving inclusion across all level ?

Subros emphasizes leadership in inclusion by actively fostering a diverse and equitable workplace. They focus on increasing women's representation, promoting equal opportunities, and ensuring fair remuneration and benefits for all employees. The company strives to create an inclusive environment where everyone feels valued and empowered to contribute to their full potential.

Here's a more detailed look at Subros's approach to inclusion: Gender Diversity: Subros has pledged to improve the ratio of women employees and ensure their meaningful participation in decision-making.

Equal Opportunities: They are committed to providing equal opportunities for all, regardless of gender, faith, or region.

Fair Remuneration: Subros ensures equal pay for work of equal value and strives to provide a living wage for all employees.

Inclusive Culture: They aim to create a workplace where every

individual feels respected, valued, and empowered to thrive.

Leadership Commitment: Shradha Suri Marwah, the Chairman and Managing Director, is a strong advocate for inclusion and has emphasized the need to move beyond gender stereotypes.

Addressing Biases: Subros acknowledges the need to tackle unconscious biases and create a nonjudgmental work environment.

Talent Attraction: They recognize that an inclusive environment is crucial for attracting and retaining talent in the competitive auto industry.

Active Programs: Subros actively recruits from premier institutions like NITs, IITs, and NITIEs, grooming them for leadership roles. They also have programs for individual development and teamwork, ensuring employees reach their full potential.

Board Diversity: Subros's board has a significant representation of women, showcasing their commitment to gender diversity at the highest levels.

Promoting Diversity: Subros aims to achieve 30% diversity levels, with a current ratio of 14-15%. Subros's dedication to inclusion is not just a matter of policy but also a core part of their culture, driving innovation and sustainable growth

Subros's commitment to diversity is not just about having a document, but about actively creating an inclusive environment where all employees feel valued and have equal opportunities for growth and success.

INTERVIEW Q: Could you share a challenge you faced in this journey and how overcome it ?

Subros, like many organizations, faces challenges when implementing diversity and inclusion initiatives. These challenges can stem from unconscious bias, communication barriers, resistance to change, and the need for robust training and measurement systems.

Successfully navigating these hurdles is crucial for fostering an inclusive and equitable workplace culture at Subros.

Specific Challenges for Subros: Unconscious Bias: Subros needs to address unconscious biases that may affect hiring, promotions, and team dynamics, potentially leading to feelings of exclusion among underrepresented groups.

Communication Barriers: Given a potential diverse workforce, effective communication across different languages and cultural backgrounds is essential.

Resistance to Change: Some employees may resist D&I initiatives due to fear of the unknown or perceived threats to their status.

Lack of Employee Resource Groups (ERGs): ERGs can be valuable for supporting diverse employee groups. Subros may need to establish and nurture these groups.

Cultural Integration: In a diverse workforce, ensuring that all employees feel included and valued requires careful attention to cultural integration.

Measurement and Accountability: To track progress and ensure accountability, Subros needs to implement systems for continuously measuring the effectiveness of its D&I efforts.

Aligning Diversity with Goals: Diversity initiatives should be closely aligned with overall business goals to demonstrate their value and impact.

Inequitable Inclusion: It's crucial to ensure that diversity efforts

don't lead to inequitable inclusion, where some groups are favored over others.

Discrimination and Microaggressions: Subros needs to actively address and prevent discrimination and microaggressions in the workplace.

Addressing the Challenges: DEI Training: Implementing comprehensive DEI training programs can raise awareness about unconscious bias and promote inclusive behaviors.

Building a Diverse Leadership Team: Having diverse leaders can set the tone for the entire organization and foster a more inclusive culture.

Creating a Culture of Inclusion: This involves actively promoting respect, empathy, and understanding across all levels of the organization.

Regular Measurement and Feedback: Regularly assessing the effectiveness of D&I initiatives and gathering employee feedback is crucial.

Leadership Commitment: Strong leadership buy-in and support are essential for the success of any D&I program

“By staying agile, human, and clear in our intent, we’ve been able to scale without compromising the employee experience.”

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payroll processes are consistent globally, but benefits, documentation, or even employee communication styles are adapted by geography.

Our COE team in Bengaluru played a critical role in post-acquisition integration ensuring smooth transitions, standardizing policies, and handholding teams through change.

Throughout it all, we prioritized transparent communication, employee support, and a strong focus on compliance.

By staying agile, human, and clear in our intent, we’ve been able to scale without compromising the employee experience.

Q: How do you ensure your HR operations remain agile and employee-centric?

Agility and employee-centricity are built into our operating DNA. We actively gather feedback through onboarding surveys, checkins, exit data, and ongoing employee connects. These insights help us continuously fine-tune processes, spot friction early, and evolve with the business.

What also keeps us agile is our mindset. We don’t believe in one-size-fits-all. Even with centralized systems, we’re quick to customize our approach based on local needs or business realities.

Most importantly, we’ve maintained a strong “people-first” culture. Our HR team is always accessible, empathetic, and solution oriented.

Even in a tech-driven world, that personal connect makes a lasting difference. That’s what helps us stay responsive, grounded, and ready for whatever comes next.

ABOUT THE AUTHOR Pawan Yadav is the Plant HR head, SUBROS. An experienced Head of Human Resources in the automotive industry with 21 years of leadership.

Skilled in Talent Management, Personnel Management, Employee Engagement, Recruiting, and HR Policies. Proven track record in Change Management, Compensation Management, and HR Delivery Systems. Recognized for driving strategic HR interventions, enhancing process efficiency, and fostering a competitive work culture. Proficient in Employee Relations, Regulations, and Manpower planning for Greenfield projects.

GLOBAL LEADERSHIP — REGIONAL HIGHLIGHTS North America Leadership focus is on innovation ecosystems—tech adoption and startup collaboration are fueling corporate reinvention.

Europe Boards emphasize sustainability leadership, with the EU mandating climate reporting and diversity disclosures.

Asia-Pacific Leaders drive digital transformation and workforce skilling to capture demographic dividends.

Middle East & Africa Investment in infrastructure and talent localization is reshaping leadership models, aligning global expertise with local growth.

Latin America Leadership agendas prioritize political stability, ESG adoption, and talent retention amid economic volatility.

HEAD- NEW MARKETS, PEOPLE MATTERS

INTERVIEW

q: What change did you feel most passionate about bringing in, and what sparked it?

Q: Who or what played a big role in shaping your approach to making change happen?

The change I felt most passionate about was fostering environments where collaboration and inclusivity weren’t just ideals but everyday realities. What sparked this was witnessing how diverse voices, when empowered, could create solutions that were more innovative and impactful than anything designed in silos. I wanted to move away from transactional leadership models and instead create ecosystems where people felt truly seen, heard, and valued. That belief became the foundation of my journey as a changemaker.

Mentorship has played a defining role in shaping my approach. I have been fortunate to learn from leaders who not only believed in me but challenged me to think differently.

Their guidance instilled in me the value of empathy, strategic thinking, and the courage to take bold decisions. Alongside that, collaboration with diverse teams reminded me time and again that sustainable change is never a solo act—it is always a collective journey.

Q: Every changemaker has that one defining moment. What was yours during this journey?

My defining moment came when I successfully led the execution of one of Europe’s largest company projects in just nine months. It wasn’t just the scale or speed that made it memorable—it was the collective belief of the team, overcoming cultural barriers, and rallying around a shared purpose. That experience crystallized my conviction that change happens when people unite behind a vision bigger than themselves.

Q: Change isn’t always easy. What kept you going when things got tough?

Resilience and purpose have been my anchors. There were moments when challenges seemed insurmountable, but what kept me going was the clarity of “why” behind the change. Knowing that the work wasn’t just about meeting deadlines but about creating a meaningful impact made the struggles worthwhile. Support from mentors, peers, and my own teams also gave me the strength to persist when the road got rough.

Q: And finally, for someone who wants to drive change but doesn’t know where to start—what would you tell them?

Start small, but start with belief. Change doesn’t always begin with a grand idea; it begins with the courage to take that first step, however modest it may seem. Believe in your vision, stay authentic, and surround yourself with people who uplift and challenge you.

Most importantly, remember that change is less about perfection and more about progress. If your intent is clear and your actions are consistent, impact will inevitably follow.

ABOUT THE AUTHOR With 17+ years of global experience, Aditya is a visionary in community building and highperforming teams. He excels in designing innovative initiatives and go-to-market strategies that align with diverse stakeholder needs. Passionate about reimagining workplaces as vibrant “WorkHabitats,” he champions cultures of learning, collaboration, and creativity. A strategist and researcher, Aditya turns insights into impact, while also engaging in global conversations on human capital, sustainability, and diversity. He empowers individuals and organizations alike to unlock their fullest potential.

DIRECTOR – HR, AON

INTERVIEW

q: What change did you feel most passionate about bringing in, and what sparked it?

One of the changes I’ve felt most passionate about driving is the shift from a push-based to a pull-based learning culture. It wasn’t just a strategic initiative—it was something that hit me personally. The spark came when I tried mapping our colleagues against current versus future skill sets. What I saw was a widening gap—not just in capabilities, but in mindset.

It was clear that if we continued pushing learning in a top-down, compliance-driven way, we’d never close that gap. People weren’t holding back because they lacked interest in learning—they were holding back because the learning didn’t feel relevant or empowering.

That’s when I knew we had to flip the model.

We needed to create a culture where learning is pulled—where people are drawn to it because it speaks to their aspirations and growth. We built personalized learning journeys, embedded learning into the flow of work, and made it social and visible.The real breakthrough came when people started forming their own learning circles, sharing resources, and seeking feedback. That’s the pull effect. That shift—from obligation to ownership—is what I’m most proud of. It’s not just a change in how we deliver learning.

It’s a change in how we think about growth, capability, and the future of work.

made me pause. We had learning resources, we had frameworks—but we hadn’t built the confidence or the culture to make people feel safe and supported in their growth.

That’s when I understood that real transformation isn’t just about systems or strategy—it’s about belief. Belief that people can evolve, that they’re trusted to take ownership of their development, and that the organization will walk with them, not ahead of them. From that point on, my focus shifted. I along with me wonderful team, started designing learning experiences that weren’t just informative—they were empowering. I began advocating for psychological safety, peer-led learning, and leadership that listens. That moment changed how I lead. It reminded me that change doesn’t start with a rollout—it starts with a conversation. And sometimes, one honest moment is all it takes to spark a movement.

Real transformation isn’t just about systems or strategy—it’s about belief.

Belief that people can evolve, that they’re trusted to take ownership of their development, and that the organization will walk with them, not ahead of them.

Q: Every changemaker has that one defining moment. What was yours during this journey?

Q: Change isn’t always easy. What kept you going when things got tough?

Every changemaker has that one defining moment—and mine came when I realized I was no longer asking, “What programs should we launch?” but instead, “What’s stopping people from growing?” It happened during a conversation with a colleague who was incredibly capable but hesitant to take on a new role. Not because of the role itself, but because they didn’t feel ready. That moment

Change has never been easy—but it has always been worth it. In the most challenging moments, what kept me going was my purpose: to ignite potential and inspire possibilities. That purpose isn’t just a statement—it’s a compass. It reminds me why I do what I do, especially when the path ahead feels uncertain or steep. I’ve learned that resilience isn’t about being unaffected by

INTERVIEW change; it’s about staying grounded in what matters most. For me, that’s people. Seeing someone grow, take a leap, or discover their own strength because of something I helped enable—that’s what fuels me. I also believe in the power of reflection and community. I’ve leaned on mentors, peers, and my team during tough times, and I’ve never hesitated to ask for help or offer it.

Every challenge has taught me something new —about leadership, about empathy, and about myself. I’ve come to embrace change not as a disruption, but as a catalyst for growth. And through it all, I’ve held on to the belief that even small actions can create meaningful impact when they’re rooted in purpose.

Q: Who or what played a big role in shaping your approach to making change happen?

A big part of what shaped my approach to making change happen was learning to balance systems thinking with emotional intelligence. Early on, I was very focused on structure—frameworks, roadmaps, timelines.

But over time, I realized that change doesn’t move because of plans; it moves because of people. What really shifted my mindset was observing how even the most well-designed initiatives could stall if people didn’t feel connected to the purpose behind them.That’s when I started paying closer attention to the emotional undercurrents—what people were excited about, what they feared, what they resisted. I learned to listen more, to co-create rather than dictate, and to build change from the inside out. I began to see that sustainable change isn’t about pushing harder—it’s about creating the conditions where people want to move forward. I’ve also been influenced by moments of resistance—when things didn’t go as planned. Those moments taught me humility, adaptability, and the importance of

trust. They reminded me that change is not a one-time event—it’s a relationship you build over time.

So, if I had to sum it up: my approach was shaped by the realization that change is both a system and a story—and you need to honor both.

Q: And finally, for someone who wants to drive change but doesn’t know where to start—what would you tell them?

If you want to drive change but don’t know where to start, begin by noticing what feels off —what frustrates you, slows you down, or holds others back. That’s often where change is needed most. You don’t need a title or a big plan to begin. Start small. Ask questions, listen actively, and take one step forward.

Change happens when someone cares enough to act, even in small ways. I’ve found that inviting others into the conversation and being open to learning makes the journey easier and more impactful. You don’t have to have it all figured out—just be willing to begin.

ABOUT THE AUTHOR Kanwarpriya Khanna is a seasoned HR leader with over 21 years of experience, currently serving as Director – HR at Aon, where she heads Talent Development function for India.

She leads strategic talent development initiatives that align with business goals and foster a culture of continuous learning and growth. Recognized as a 2024 ET HR Gold Award Learning Leader winner and a “40 Under 40” honoree for Making India Employable, Kanwarpriya is known for her innovative mindset and people-first approach.

Her purpose is to “ignite potential and inspire possibilities,” driving meaningful impact through inclusive leadership and transformative talent strategies.

FUTURE OF LEADERSHIP (2025 AND BEYOND) From Hierarchy to Networks Leadership will evolve into interconnected ecosystems, with influence spread across networks rather than rigid hierarchies.

Human-Centered Leadership Emotional intelligence and empathy will become as critical as strategic vision in leader selection.

AI as Co-Leader AI won’t replace leaders but will act as a “second brain,” enhancing decision quality and speed.

Multi-Generational Workforces By 2030, five generations will work together globally, demanding leaders skilled in cross-generational engagement.

Global Talent Mobility Leadership pipelines will transcend borders, with virtual collaboration enabling talent from emerging markets to rise globally.

Excellence Redefined Success will be measured less by quarterly profit and more by long-term impact across people, planet, and performance.

DIRECTOR- NEW & EMERGING BUSINESS RAKUTEN INDIA ENTERPRISES PVT LTD.

INTERVIEW

Q: What change did you feel most passionate about bringing in, and what sparked it?

Having been associated with the Japanese Industry for over 25+ years and working in the field of “Society 5.0 and Social Engineering” for over last 6+ years, the most passionate Change : “Inclusive Digital Empowerment for Japan’s Aging Society” The change I feel most passionate about bringing is the seamless integration of mobile based digital inclusion technologies and drone delivery services for Japan’s senior and superaging population. My aspiration is to help create a society where advanced technology not only breaks down barriers of isolation and limited mobility, but also enables older adults to participate fully, confidently, and independently in daily social and economic life. Why This Change Inspires Me Breaking the Digital Divide: With the rapid expansion of Society 5.0, many seniors risk being left behind due to unfamiliarity or apprehension toward mobile technology. I am driven to ensure that mobile platforms—through thoughtful design and supportive education—become genuinely accessible, user-friendly, and welcoming for all age groups.

Enhancing Daily Life with Drones: Dronebased delivery Offers transformative potential by providing not just convenience, but a critical lifeline for essentials like medicine, groceries, and communication tools in rural or mobilitychallenged communities.

Fostering Social & Community Connection: By centering digital solutions around human needs, I envision seniors not merely as recipients, but as active participants—engaged in family, community, and society through digitally enabled interaction and services.

What Sparked This Passion Personal Encounters in the Field: Engaging with older adults in remote or rapidly aging societies, I observed the everyday challenges they face, including feelings of isolation, reluctance to use new technology, and difficulty accessing goods and services. Their stories revealed a deep desire for independence and connection— if only infrastructures would meet them where they are.

Energized by Community Initiatives: Experiences at senior-focused festivals and events (such as the Nenrinpic in Tottori which refers to “All Japan Health and Welfare Festival) showed me that when offers accessible technology and community support, seniors are eager to embrace change, stay active, and be digitally connected.

Societal Urgency & Technological Momentum: Japan’s demographic shift to a super-aged society—where more than 28% of the population is 65 or older— makes the need for inclusive, empowering technology both urgent and deeply personal. The rapid advancement of digital platforms and drone delivery systems provided a timely, tangible solution to match these demographic realities.

A Vision for Human-Centered Innovation: Witnessing the possibilities of Society 5.0, my passion is fueled by the vision of a society where technology serves human dignity—where digital inclusion becomes a bridge, not a barrier, and every generation can thrive. In summary: The change I have championed is the merging of easy-to-use digital inclusive technologies and drone-UGV (Unmanned Ground Vehicle) based services to empower Japan’s aging population, inspired by direct experiences with seniors, community energy at grass-

INTERVIEW roots events, and the unique challenges—and opportunities—of a rapidly aging society.

This passion is rooted in the belief that true digital transformation must be inclusive, compassionate, and centered on enhancing quality of life for all.

became personal—a pledge to make advanced technology a true bridge to belonging for Japan’s aging society.

Q: Every changemaker has that one defining moment. What was yours during this journey?

My defining moment as a changemaker did came during a visit to a remote Japanese town struggling with an aging population. I was invited to a local community event where I did have the opportunity to meet elderly residents who, despite their eagerness for independence and connection, felt isolated by unfamiliar technology and limited mobility.

One of the profound memories when an elderly woman shared how she relied on neighbors for essentials and rarely saw her grandchildren because digital tools felt intimidating. That honest conversation—her hope mingled with frustration—deeply moved me. It was there that the possibilities of Society 5.0 shifted from abstract vision to human imperative. Spearheading New & Emerging Business, when me and my team from India started to build digital inclusion products, drone and UGV (Unmanned Ground Vehicle) platforms for the senior population of Japan and watched seniors light up when introduced to simplified digital apps and saw the joy sparked by the drone demonstration delivering daily necessities, the impact of inclusive technology was palpable. I realized that digital empowerment wasn’t just about innovation, but about restoring dignity, confidence, and social participation to those at risk of being left behind. This experience galvanized my mission: to champion and drive my team towards user-friendly digital inclusion products solutions designed around the needs of Japan’s older adults. From that moment on, every project and initiative

Q: Change isn’t always easy. What kept you going when things got tough?

When the journey got challenging—when progress felt slow, skepticism ran high, or new technology was initially met with hesitation— it was the people I served who kept me going.

Every time I was discouraged, I remembered the faces of seniors / elderly in remote towns, their quiet resilience, and their willingness to try despite fear of the unknown. Seeing even one older adult use a digital app to reconnect with family, or witnessing a community brighten at the arrival of essential supplies by drone, reignited my resolve.

What truly sustained me was the palpable gratitude and empowerment that began to emerge in these communities. Small victories —a hesitant senior sending their first message, an event where elders shared laughter over a successful technology demonstration— became powerful reminders of why this work matters. Community support was another anchor: passionate collaborators, engaged local leaders, and grassroots initiatives consistently reminded me that change was possible when shared. Above all, the urgency of Japan’s demographic shift fueled a sense of responsibility. Knowing the stakes—dignity,

INTERVIEW independence, and social connection for so many—made every setback feel smaller. The conviction that inclusive technology, social engineering could transform lives turned obstacles into motivation. It was hope, shared humanity, and the occasional breakthrough moment that gave me the endurance to keep pushing forward, no matter how tough the path.

TRUE, LASTING CHANGE IS NOT ABOUT IMPOSING SOLUTIONS BUT UNDERSTANDING THE REAL, EVERYDAY NEEDS AND ASPIRATIONS OF THOSE AT THE HEART OF THE ISSUE. Q: Who or what played a big role in shaping your approach to making change happen?

The most significant influence on my approach to creating change has been the seniors and communities I’ve had the privilege to engage with. Their resilience, candor, and hopes offered a profound education that no textbook or policy guideline could match.

Personal encounters—hearing firsthand about the sense of isolation, the curiosity balanced with apprehension toward new technology, and the daily hurdles of living in remote or aging regions—deeply shaped my thought process as to how me and my team should design and roll out digital programs. Every conversation, every shared struggle, and every small victory sharpened my belief that real solutions must start with empathy and be tailored to actual needs, not hypothetical assumptions. Equally transformative were the

community events—like the Nenrinpic festival in Tottori— which refers to “All Japan Health and Welfare Festival”, where I saw firsthand how accessible technology and collective support ignited enthusiasm and confidence among seniors. Observing this dynamic energy in grass-roots settings taught me that sustainable change is a community effort, not an individual pursuit. The urgency presented by Japan’s shifting demographics and the rapid advancement of technology provided both motivation and a sense of responsibility to act now. Above all, these experiences instilled in me a human-centered perspective: that meaningful innovation must be compassionate and collaborative, rooted in dignity, and always focused on empowering people—not just advancing technology.

Q: And finally, for someone who wants to drive change but doesn’t know where to start—what would you tell them?

For anyone eager to drive change but unsure where to begin, my advice is to start by listening—really listening—to the customers, stakeholders, people and communities you want to serve. True, lasting change is not about imposing solutions but understanding the real, everyday needs and aspirations of those at the heart of the issue. Spend time in the field, have genuine conversations, and observe the small details that others might overlook. These insights will help you discover where your passion and the world’s needs intersect. Don’t wait for the perfect plan or ideal conditions. Begin small—an experiment, a pilot project, or even a single act of outreach. Every big movement starts with small, deliberate steps taken with conviction and humility.

Seek out collaborators and community partners; collective action is both more sustainable and inspiring than going alone. Expect setbacks and skepticism, but use these as opportunities to learn, adapt, and deepen your resolve.

INTERVIEW Remember, the urgency to act often comes from the knowledge that even modest progress can bring tangible hope to those who need it most. Above all, root your efforts in empathy, patience, and a belief in human dignity. If your mission is grounded in a genuine desire to enhance people’s lives, change will follow—and you’ll be amazed at how far you can go, one step at a time.

ABOUT THE AUTHOR Shamanth SN is a distinguished bilingual leader with proficiency in Japanese and over 26 years of expertise in Digital Transformation and Business Development, specializing in the Japan, Israel, and APAC regions.

His diverse experience spans industrial automation and social infrastructure, with a proven track record across sectors such as Intelligent Transportation Systems, power, water, mining, gas, agriculture, and geospatial decision sciences. At Hitachi, Shamanth excelled in managing large-scale bids and complex techno commercial engagements, working closely with government bodies and enterprises in India and Japan to drive social infrastructure projects. Currently, as the Director of New & Emerging Business at Rakuten India, he leads innovation and business growth, collaborating with multicultural teams across Japan, APAC, and the US to advance emerging business areas. Shamanth’s leadership has been recognized by several prestigious awards, including India's Top 50 Great Manager by Economic Times (2020), India's Top 100 Great People Manager by Great Manager Institute & NHRDN (2023), and the Top 50 Under 50 Outstanding Trailblazer Leader by HRAI (2023/24).

He has also received the Corporate Titan Award (2024) for Social Innovation Excellence and Visionary Leadership, as well as the Globex Business Award (2024) for Sustainability Leadership and Leadership in Education. In addition to his extensive professional accomplishments with leading organizations such as Rakuten, Hitachi, Mitsubishi Electric Nagoya Works, Toyota Motor Corp Japan, NDR Japan, Larsen & Toubro Medical, and NAL, Shamanth is a certified NLP Master Practitioner and life coach. He is deeply committed to fostering industry-academia collaboration and has a passion for mentoring and teaching.

LEADERSHIP LEGACIES — SHAPING TOMORROW Beyond Titles and Accolades True excellence in leadership is not measured by corner offices or awards —it’s defined by the trust, growth, and resilience leaders inspire in others.

Ripple Effect of Influence Every decision made by leaders—big or small—creates ripples that shape not just organizations, but societies and generations.

Leadership as Stewardship Great leaders recognize themselves as stewards, entrusted with people, resources, and the planet, and they act with responsibility for the future.

From Recognition to Responsibility Awards and honors are not just milestones—they are reminders of the responsibility to continue leading with integrity and vision.

The Call of Tomorrow As the world faces unprecedented challenges and opportunities, leadership must remain rooted in courage, empathy, and innovation.

Closing Thought Excellence is not a destination but a continuous journey. The true legacy of leadership lies in empowering others to rise, ensuring that the future is brighter, bolder, and more inclusive than the present.

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